Strategic orientation

Strategic orientations

Strong core, ambitious transition.

Petrol Group's 2030 Strategy

Strong core, ambitious transition. 

The Petrol Group is entering the new strategic period with a clear ambition: to preserve a strong and profitable core business while simultaneously accelerating the expansion of geographic and product footprint to ensure diversified and stable cash flows and long-term growth.

Vision

“Together we grow faster than our competition. We are the largest energy company in the region and provide energy, which is the source of life.”

Mission

“We connect energy, people, and technology into smart solutions that power communities, enable mobility, and build trust for a better life.”

Strategic Directions by 2030

Due to the increasing external pressures on the core business, the following will be key in order to ensure long-term growth:

  • Maintaining and strengthening stable cash flows from the core business,
  • Accelerating selective and disciplined diversification,
  • Enhancing the resilience of the business model and regional competitiveness.
We build our competitiveness by achieving economies of scale, monetising stable demand, and securing long-term strategic partnerships.

Key Business Goals by 2030

By 2030, we will expand our core business and strengthen energy production and supply to achieve diversified and stable cash flows.

Overview of the Group Petrol sustainability goals structured by ESG pillars. The Environmental pillar focuses on reducing emissions, strategic investments in the green transition, and responsible use of resources. Key environmental KPIs include a 25% reduction of scope 1 and 2 emissions compared to 2024, approximately 500 MW of installed renewable energy source capacities by 2030, and around 35 GWh of green energy for charging by 2030. The Social pillar highlights responsible partnerships with employees and other key stakeholders. The Governance pillar emphasizes ensuring responsible, ethical, and compliant operations across the organisation and the value chain.

Key Financial Goals by 2030

The strategy envisages 9% EBITDA CAGR in 2026–2030, exceeding the growth recorded over the past five years; it combines strong organic and inorganic growth across all key pillars, including a new one – circular economy.

Our financial goals by 2030:

  • EBITDA in excess of EUR 500 million in 2030,
  • Net profit of EUR 300 million in 2030,
  • To gradually increase the share of profit allocated for dividends to 60%,
  • Average annual CAPEX of EUR ~150 million,
  • Target net debt/EBITDA below 1.0,
  • Target project ROACE above 10%

Business Growth Pillars

Fuels and petroleum products

We maintain and expand the core business through geographic expansion, retail network modernisation, supply chain optimisation, and by ensuring reliable and competitive supply of fuels and petroleum products in key markets.

Merchandise and services

We create an excellent stop-on-the-go customer experience at our service stations. We ensure komfort and time savings for our customers through a carefully selected range of products and services.

Energy and solutions

We accelerate growth in electricity and natural gas supply and increase renewable energy generation.

Circular economy

We are establishing a new growth pillar through the development of circular business models that facilitate reducing environmental impacts and enhancing the resilience of our operations.


Stacked bar chart illustrating the ambitious growth of the Petrol Group from 2025 to 2030. In 2025, the total value amounts to 325, consisting of 46% fuels and petroleum products, 29% merchandise and services, and 23% other activities. By 2030, the total value increases to 500, with fuels and petroleum products accounting for 41%, merchandise and services for 29%, and circular economy together with energy and solutions for 27%. Historic growth between 2021 and 2025 is shown with an approximate CAGR of 8%, while expected growth to 2030 is indicated with a CAGR of approximately 9%. Expected development after 2030 shows growth in circular economy and energy and solutions, stable development in merchandise and services, and a declining share of fuels and petroleum products.

Sustainability Goals and Commitments

Petrol is accelerating the fulfilment of its sustainability commitments with clear environmental, social, and governance objectives.
Diagram presenting the key business goals of the Petrol Group by 2030 using circular indicators. The goals include core business expansion, increase in loyal members, growth in energy production, growth in electricity supply, and growth in natural gas supply. Quantitative targets displayed below include 4.4 million tonnes of fuel volumes sold with organic growth by 2030, approximately 2 million loyalty program members in 2030, around 1 GW of portfolio production capacities by 2030, approximately 5.5 TWh of electricity supply by 2030, and approximately 13.5 TWh of natural gas supply by 2030.

From Strategy to Results

Strategy execution is based on:

  • Operational excellence and cost efficiency (including digitalisation, automation, and advanced technologies),
  • Organisational and HR development,
  • Strengthening the brand and delivering a superior customer experience.
In this way, we ensure consistent implementation of strategic objectives and long-term competitiveness.

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Any further use of data, estimates, or content from the document „Petrol Group‘s 2030 Strategy“ – including summarizing, quoting, interpreting, or incorporating into other analyses – requires prior written consent from Petrol d.d., Ljubljana, to ensure accurate and comprehensive interpretation.

This document contains an estimate of the current state, including an evaluation of key business indicators for 2025, as well as Projections for 2026–2030 and beyond (forward-looking statements) related to the Petrol Group’s strategy, plans, goals, and expectations.

In developing the strategic plan, we relied on the rolling forecast for 2025, which changed significantly during the year due to unforeseen circumstances. In cases of material deviations between the rolling forecast and the latest estimate for 2025, we adjusted the baseline in this document to align with the latest available estimate. The assumptions for 2025 in this document are estimates and may differ from actual results, as the financial year was not yet closed at the time of content preparation.

Projections include risks and uncertainties which is why actual results may differ materially from those stated due to movements in energy prices, market conditions, changes in demand, macroeconomic factors, technology development, regulatory changes, competitive environment, and other factors disclosed in our public reports.

Certain data are based on estimates, assumptions, and third-party information. Despite due diligence, we cannot guarantee their completeness or accuracy.

These risk factors explicitly apply to all projections included in this content and must be considered by the reader. Each projection is valid only as of the date of this content. The Petrol Group does not undertake to publicly update or revise any projection due to new information, future events, or other circumstances, except as required by regulations. Given these risks, actual results may differ materially from those stated, implied, or inferred in this content.